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JAMES OHLENFORST
64584 Tupelo Street
Pearl River, LA 70452
980-254-8545 ohlenforst_jim@yahoo.com
OPERATIONS LEADER
Multifaceted senior manager with 15+ year track record of innovation, success, and leadership
Accomplished, talented healthcare manager with extensive experience leading and implementing teams and
processes to increase operational efficiency and productivity, while supporting attainment of defined business
objectives. Diverse professional development encompassing project life-cycle direction, effective use of quality
implementation methodologies, software evaluation, business analysis, technology training and
documentation.
Hands on leader with proven ability to drive, deploy and maintain practical and enduring operational systems
with a high degree of senior management, as well as line staff respect and satisfaction. Adept at documenting
and clearly presenting operational plans and complex technical information to diverse audiences. Fast paced,
flexible contributor, adept at staying on-task and on-time despite shifting priorities and tight deadlines.
Tenacious, big picture problem solver with the ability to correlate diverse, incomplete or contradictory
information to produce rapid solutions.
CORE COMPETENCIES:
 Operation Flow Design / Management
 Full Lifecycle Project Management
 Staff Development and Training
 Systems Strategy & Implementation
 Customer Focused Ideology
 Troubleshooting & Problem Solving
PROFESSIONAL EXPERIENCE
CHARLOTTE EYE, EAR, NOSE, & THROAT, ASSOC. P.A. 2002 – Present
Charlotte, North Carolina
Director of Business Operations 2013 – 2015
Director of Business Operations / Revenue Cycle Management. Business Operations leaders for a $100M+
multispecialty private EENT group. Successfully leading this organization’s process improvement / right sizing
efforts in the Business Operations / Insurance Departments.
 Work Queue & Flow redesign of the Business Operations personnel
 Maintain CBO expense < 4% of Gross Revenue
 Actively maintaining DSO < 30 Days for 12 + consecutive months; 95th Percentile for large,
multispecialty practice
 12 month Net Collection Rate > 99%
 Maintaining AR > 120 days less than 12%
 Decreased Practice Denial Rate by 50%
 Fee Schedule change implementation
 Commercial payer contract proposal and review
 Insurance Contract Allowable loading & monitoring
 Leadership Oversight Team member for new integrated practice management solution

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Manager; Ophthalmology 2003 - 2013
Serving as front line operational leader 55+ FTEs in the ophthalmic services division.
 Provide feedback and monitor employee performance, including formal reviews
 Assisted in redesign of 50+ corporate performance reviews focusing on measured outcomes and
defined competencies
 Develop and interpret HR policy
 Provide guidance and leadership in clinic workflow
 Oversee the processing of employee time and attendance
 Liaison for new providers to current practice culture and community referral sources
 Analyze quarterly physician performance metrics; including financial and customer service quality
scores
 Implemented organization’s financially successful PQRI reporting process with CMS – resulting in
2009 Ophthalmology department incentive of +$200K
 Project lead in transitioning employees and operations following corporate mergers and acquisitions
 Active committee representation; including Eye Medical Staff, Operations, Equipment, EMR
 Ongoing marketing efforts in local family health and optometric medical community
 Implemented front line outstanding collections incentive program; first year additional $500K
 Lead in current organization’s successful annual Grand Rounds Optometric event – increasing
attendance by 35%
 Team lead in corporate MSO providing consulting services to medical practices focusing on
operational flow, as well as they evaluate and implement EHRs
CHARLOTTE EYE, EAR, NOSE, & THROAT, ASSOC. P.A.
Charlotte, North Carolina
Retina Surgical Counselor 2002-2003
Providing perioperative surgical counseling for vitreoretinal patient population.
 Schedule procedures
 Provide surgical education
 Ensured compliance with informed consent policies
 Identify and minimize functional gaps
 Effectively eliminated 1 FTE by combining counseling functions of two surgical counselors
 Financial counseling to patients / families
PRESBYTERIAN HEALTHCARE - MATTHEWS 2001-2002
Charlotte, North Carolina
Critical Care Nurse
Provided high level in-patient nursing care to critically ill patients
 Direct, hands on primary nursing care
 Ongoing physical assessment & analytical problem solving of complex physical conditions
 Assessed and implemented physician orders
 Administered and monitored effectiveness of medications
 Mentor new team members
 Served as shift charge nurse
CAROLINAS MEDICAL CENTER - UNIVERSITY 2000-2001
Charlotte, North Carolina
Manager, Intensive Care Unit
Manager of 8 bed Intensive Care Unit and 12 bed Progressive Care Unit
 Managed 35 FTEs
 Assumed leadership responsibility for Nursing Supervisor staff
 Actively participated in 2000 JACHO visit (facility score = 94%)
 Co-chair organization’s Customer Service Taskforce

3.  Implemented facility’s first nursing division staff competency validation
PIEDMONT HEALTHCARE SYSTEM 1997-2000
Rock Hill, South Carolina
Director, Medical-Surgical Unit
Director of 60+ Medical-Surgical bed unit
 Combined four med-surg units under one department / leader
 Implemented staff development programs to promote improved patient outcomes
o Back to Basics
o Head to Toe Assessment
o Putting It All Together – Critical Thinking Skills
 Project lead in new 10 bed Observational Stay Unit; construction and initial operations
 Managed 125+ FTEs
 Active committee representation and leadership
 Annual budgetary accountability of $7M
OCHSNER FOUNDATION HOSPITAL 1990-1997
New Orleans, Louisiana
Director; CCU / HTU / Cardiac Intermediate Care Units 1995-1997
Director of three high volume in patient care units in a large metropolitan community
 Involved in Organization’s right sizing efforts that resulted in increased areas of responsibility
 Successfully integrated two critical care departments as one unified department
 Active in automation of nursing documentation
 Active Performance Improvement Committee member
 Managed 150+ FTEs
 Annual budgetary accountability of $5.5M
OCHSNER FOUNDATION HOSPITAL 1992-1995
Director; CCU
Director of 13 bed cardiac critical care unit
 24 hour accountability
 Managed 40+ FTEs
 Active committee participation, including Performance Improvement & Bioethics
 Reduced per-diem nursing utilization by 50%
OCHSNER FOUNDATION HOSPITAL 1990-1992
Cardiac Critical Care Nurse
Provided high level in-patient nursing care to critically ill cardiac patients
 Primary nursing utilizing the Nursing Process
 Ongoing physical assessment, medication administration, and analytical problem solving
 Served as shift charge nurse
 Staff preceptor for new team members
EDUCATION AND CREDENTIAL
Bachelor of Science in Nursing – Louisiana State University
Professional Associations
Louisiana Medical Group Managers
Medical Group Managers Association (MGMA)

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North Carolina Medical Group Managers (NCMGMA)
Charlotte Area Medical Group Managers (CAMGMA)
2015 – Vice President CAMGMA
Charlotte Business Guild